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CPB Public Television Major Giving Initiative

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Title: CPB Public Television Major Giving Initiative


1
CPB Public TelevisionMajor Giving Initiative
  • PBS Development Conference
  • Baltimore, MD
  • MGI Curriculum Presentation October 3, 2006

2
Overview of the Day 830 a.m. 5 p.m.
  • Welcome and introductions
  • What we hope you will gain
  • What you hope to gain!
  • A Brief Overview of MGI
  • The 6 building blocks of the curriculum
  • Presentation, discussion, interaction
  • How the curriculum has been integrated into the
    work at stations
  • Summary and close

3
MGI Summary CPBs Major Investment in the
Future
  • Most strategic approach to major giving for local
    public television stations ever undertaken
  • First priority response to McKinsey studys
    identification of major giving as one of the key
    strategies for future sustainability of public
    television
  • Overwhelming participation by stations in the MGI
    signaled a turning point for public television
    the curriculum is the centerpiece of the
    Initiative
  • Learning outcomes for the curriculum and the
    goals each station has set provide the platform
    for capacity building
  • Stations are already experiencing increased
    resources and impact in their communities

4
The 6 Building Blocks
  • Case, Mission, Vision, Values
  • Board Roles in MGI
  • Staff Roles in MGI
  • Prospect Research (Josh Birkholz)
  • Cultivation/Solicitation/Stewardship
  • Major Gifts/Gift Planning

5
Building Block 1 - Using Your Case for Support
as a Major Giving Tool
  • 845 1030 a.m.

6
Defining Case It Starts with Case Materials
Kept Internally
  • Case is the sum total of all the reasons why
    someone should support you -- often called the
    case for support
  • It is the informational backdrop from which all
    development and fund raising materials are
    derived
  • Materials are tailored to respond to the
    interests and values of a potential donor
  • Case materials include all the information about
    your station that someone might want to know

7
What You Need to Create (or Find in the Files) to
Build a Case - 1
  • Mission statement
  • Vision statement
  • Values statement(s)
  • Goals and objectives from the stations strategic
    plan
  • Description of your programming philosophy and
    your local and/or PBS or other programming

8
What You Need to Create or Find in the Files to
Build a Case - 2
  • Description of your non-broadcast outreach and
    programming in the community, and your community
    partnerships
  • Description of your facilities
  • Anecdotal and statistical evidence of your impact
    in your community/communities
  • Description of your system of governance
    including annotated lists of members

9
What You Need to Create or Find in the Files to
Build a Case - 3
  • Description and lists of your staffing, with
    resumes for key leaders
  • Financial information regarding sources of
    funding and allocation of funding
  • History of your station the founding, the
    founders, the heroes, the lore
  • You have a checklist with these items -- put
    one or two people in charge of the hunting
    expedition ask appropriate people to create
    missing materials

10
Why Do You Need All This?
  • To create a reservoir of case information that
    can be updated and drawn on easily and frequently
  • To create a primary resource for positioning your
    major gifts asks and your new community
    communication
  • Because systems liberate if you do it right
    once, and keep it updated, it will be a tool that
    you can use over and over
  • Because it is really tiring to have to reinvent
    the entire wheel every time you have a major
    donor opportunity

11
What Do You Do With All This Once You Have it
Together?
  • Dedicated file in the computer with password
    access
  • Hard copy in a centrally located binder so people
    can read, edit and use
  • You dont have to make it read like a single
    document it is intended to be a compendium of
    the bits and pieces you need for a variety of
    development purposes
  • Schedule updates for case materials based on
    timing, changes or accomplishments
  • Encourage use of these materials by marketing and
    outreach as well as by development

12
Mission, Vision, Values
  • At the center of all case expressions

13
Mission, Vision, Values Integral to Effective
Case Expressions
  • Mission why you exist
  • Vision what your station wants to become or do,
    and what will happen in the community as a result
    of your stations vision
  • Values shared beliefs within an organization
    and with donors and members that frame decisions,
    actions and the measurement of outcomes

14
Mission Plays a Key Role in Donor Motivation
  • Connects with donor values and guides internal
    decisions
  • The mission is often why donors feel the click
  • Measure mission alignment premium-based
    membership drives often do not embody mission,
    leading to donor dissonance
  • User emotion Station functionality
    mission language
  • If you are struggling with your mission, work to
    complete the sentence We exist because

15
Mission Language (Direct Mail, Nashville Public
Television)
  • In an increasingly shallow, superficial and
    sensationalist media, NPT stands out with
    programming that respects your intelligence and
    adds value to your life. 365 days a year we
    provide commercial-free programs that appeal to
    everyone and give adults and children alike a
    calm place to learn, be entertained and grow as
    individuals.
  • (From a high-end membership renewal letter)

16
WTVP Mission Statement
  • Intellectual, creative and technological capacity
    is a requirement of an engaged democratic
    society. WTVP uses the power of public
    telecommunications to inspire, enhance and inform
    our community.

17
Mission Expression2003 Holiday Greeting
CardCommunity Idea Stations Richmond, VA
  • Cover a photograph of Fred Rogers, in his red
    cardigan, and this quote Through television we
    have the choice of encouraging others to demean
    this life or to cherish it in creative,
    imaginative ways.

18
2003 Holiday CardCommunity Idea Stations -
Richmond
  • Inside, the card read
  • At the Community Idea Stations, everything we do
    on television and radio, in the community and
    classroom, reflects the philosophy of an
    unassuming man in a red sweater. As 2003 draws
    to a close, we are grateful for his wisdom, his
    kindness and the inspiration he continues to
    provide us.
  • And we are grateful to have you as our neighbor.
  • Best wishes for a safe and happy holiday,
  • And for a peaceful and prosperous new year.

19
Vision The Bridge from Membership to Major
Giving
  • Donor growth goes through four stages
    impulsive new member
  • habitual renewed member
  • thoughtful donor
  • careful major/planned donor
  • Donors need to get excited about a vision in
    order to move up that ladder
  • Shared vision grows members into investors and is
    the glue for the relationship

20
WTVP Vision
  • Central Illinois is reinventing itself as a
    learning-based community. WTVP will use its
    technology, facilities and creative talent to
    play a leading role in our regions educational,
    medical, economic and cultural transformation

21
Vision for Public Television (February 2004)
  • Public television, through its community-based
    programming and services, will be a unifying
    force in American culture, a lens through which
    we can view and understand our diverse nation and
    the world.

22
Maine Public Broadcasting DTV Campaign
Brochure Vision
  • More Connected, More Maine
  • In this new era, Maine Public Broadcasting will
    be able to do what no other media will do
    provide programming created solely for the
    benefit of the community. MPB will have the
    power to better fulfill the promise of public
    broadcasting as a place where all can come
    together to rediscover and preserve the sense of
    community that makes this state a remarkable
    place to liveHelp us connect Maine.

23
Values Basis of Major Giving
  • Values are the shared beliefs that lead to long
    term investment
  • People only give to, ask for, join or serve
    organizations whose values they share
  • Values are the basis of issues, and issues drive
    21st Century philanthropy
  • We uncover and develop shared values through our
    messaging, stewardship and outreach/interaction
    with members and donors
  • Shared values are the basis of donor loyalty and
    retention

24
Connecting the Dots
  • TRAC Medias findings on viewers core values and
    the meaning of public television in a nutshell
  • People trust public television to telecast
    uninterrupted programs of quality that engage the
    mind and spirit and that promote personal growth
    and lifelong learning. People also want Public
    TV to be a safe haven for children and their
    programming. The values of honesty, fairness
    (balance), tolerance, ethics, civility and so on
    lie within these core values.
  • The norms of living in a civil society are deeply
    associated with the core values for Public TV.
  • TRAC Media

25
WTVP Values
  • Collaborations and partnerships
  • Lifelong learning
  • Nurturing and safe media environment
  • Innovative application of technology
  • Strength of mind requires both serious discourse
    and enjoyment and excitement
  • Leaders and storytellers
  • Independence from political pressure
  • Belief in the strength and future of the
    community
  • Pursuit of knowledge
  • Uplifted and inspired by the arts

26
Benefits of MVV Approach in for Case Development
A Review
  • Attracts members and donors for the right reasons
    (the true premium is the experience)
  • Helps retain members and convert them to
    donor-investors
  • Develops common language points among all fund
    raising and marketing programs and allows
    tailoring to specific needs or audiences
  • Gives a consistent message to the community about
    your station and its impact

27
Next Step Translating Case Materials into Case
Expressions
  • Taking the Case to Major Donors and the
    Marketplace in General

28
Case Expressions (Case Statements, Proposals,
Brochures, etc.)
  • Consistent messaging (from entry to exit and
    through the pipeline) is a major goal of MGI
  • All messages are drawn from the internal case
    materials
  • They are tailored for specific purposes or
    audiences but have the same core theme and
    positioning
  • Case expressions are written to meet the
    interests and needs of the audience or purpose
  • In pledge it is on-air, in direct mail in a
    letter, at a special event in the PR and
    information provided, in major giving, this is
    often a proposal or a presentation in planned
    giving, this may be a brochure

29
Case Expressions The Message Framework - 1
  • Focus on results/impact, not station needs
  • Emphasize investment opportunity, not obligation
    to give
  • Convey the idea that a gift to you is really a
    gift through you into the community
  • Promote social investment and values-based
    return, not premiums provided in exchange for a
    gift

30
Case Expressions The Message Framework - 2
  • When urgency is part of the message, it is the
    urgent need to provide community outreach, an
    independent media voice and excellent programming
    not the urgent need for money
  • No apologies (or guilt trips) when asking for
    money instead reflect pride in the way the
    station is meeting community needs and providing
    quality programming for children and adults

31
Case Expressions The Message Framework - 3
  • Consistent messages throughout all parts of the
    station from on-air to direct mail to the
    website to special events promotion that each
    embody the messaging shift
  • Purpose of outreach and materials shifts from
    making a sale to building a relationship your
    station will change from being a vendor to being
    a strategist and facilitator in building long
    term investor relationships
  • Refresher The 3 Stages of Development

32
Three Stages of Development
Formative Normative
Integrative Who Vendor
Facilitator Strategist What
Product Relationships Growth
Partnerships Skills Sales
Marketing Building/Maintaining
Relationships Results
Making Building Assuring
continued a Sale Relationships
growth
33
A Donor-Centered Universe
  • We have to meet donors needs even while they are
    meeting ours.
  • We have to shift our world view from what we see
    in our mirrors to what we see through our
    windows.
  • The shift in case positioning is designed to
    provide more obvious messages with which donors
    can connect. Anecdotal research done in 2000 for
    High Impact Philanthropy provided this
    information about 21st Century donors

34
Donor Centered Universe - 2
  • Donor-investors invest in organizations where
    they see or find
  • Issues (they care about that reflect their
    values)
  • Involvement (to the degree they want to be
    involved)
  • Impact (the difference you are making and how you
    measure it transparency and accountability are
    no longer optional)

35
Donor Centered Universe - 3
  • Ideas (what are you doing thats new? Can you
    solve the problem or provide the resource? What
    is your vision?)
  • Investment (high return on their values great
    management of their social investment)

36
Internal and External Messaging
  • Internal markets
  • Messaging within the station is as important as
    external marketing
  • Be sure there are not two levels of commitment to
    the new way of looking at the message and the
    market (internal and external)
  • External markets
  • Members, donors, community partners,
    institutional funders and other social investors
    in the station

37
Tailoring the Case
  • Process driven by special or on-going need (e.g.)
  • Annual report
  • Proposals
  • Website updates
  • Brochures for campaigns or giving programs
  • Process involving staff and volunteers
  • Gain consensus by committee, but have a single
    writer
  • Volunteers, with guidance, can be very effective
    helping you in the development of case expressions

38
Articulating the Case for Support To Attract
Donor-Investors
  • Start with key management staff and the board or
    other lead volunteers mastering the new messages
  • Integrate into on-air and mail programs to begin
    changing the perception of your station
  • Evaluate your current published materials and
    devise a plan if they need changing as budget and
    other resources permit

39
Articulating the Case for Support To Attract
Donor Investors - 2
  • Check the messages you post on your website are
    you communicating the mission, vision and values
    you want people to share?
  • Evaluate your boiler plate foundation proposals
    and grant applications are they consistent with
    the new messaging?

40
Articulating the Case for Support To Attract
Donor-Investors - 3
  • Focus on MVV in your personal interaction with
    prospective and current donors in cultivation and
    stewardship activities (More on this in Building
    Block 5)
  • Stay on point with MVV when making
    solicitations (dont backslide to presenting the
    needs you have rather than the needs you meet)
    (More on this in Building Block 5)

41
Evaluating Your Case Expressions
  • Windows, not mirrors review case regularly to
    ensure consistency with community needs
  • Implement a system for keeping case materials
    current and case expressions lively and on
    message invite honest internal and external
    feedback
  • Involve donors in the feedback this strengthens
    relationships
  • Revisit values with board and staff at least
    annually and then compare what they generate as
    key values with what you are communicating to the
    community

42
Impact of New Messaging on Stations Change is
in the Air
  • Shift in case positioning signals a shift in the
    way the station views its members and donors (as
    investors) putting a new priority on longer term
    relationships and investments
  • The vision incorporated into the case also
    conveys certain changes that are taking place
    throughout stations as major giving resources are
    increased and strengthened
  • All messages should convey the excitement and
    impact that additional resources will generate
    for the station

43
Summary of Key PointsCurriculum Building Block 1
  • Case expressions are varied and tailored they
    are drawn from internal case materials
  • Case materials and expressions need to be
    reviewed and updated regularly
  • Mission, vision and values are the platform for
    all case expressions
  • Nearly all case expressions within the MGI
    evidence new messaging
  • Involvement of staff and board in creating,
    evaluating and articulating the case is key

44
BREAK
45
CPB Public TelevisionMajor Giving Initiative
  • Curriculum
  • Building Block 2 1045 1130 a.m.
  • Engaging Board/Volunteer Leadership in Major
    Giving

46
What We Will Cover
  • The importance of board and non-board volunteers
    as primary community relationships
  • The role board and other volunteers play in
    creating and sustaining your culture of
    philanthropy

47
The Value of Board and Non-Board Volunteer Leaders
  • Getting Volunteers Engaged at Your Station

48
What Engaged Board and Non-Board Volunteers Do -
1
  • Aside from the legal requirements for volunteer
    advisory or governance boards, we also engage
    volunteers because they.
  • Represent community interests and needs to which
    the station must ultimately respond
  • Are willing to do many things to be part of
    public television (on air, behind the scenes,
    etc.) in addition to governance or advisory roles
  • Willingly form Friends and other kinds of support
    groups to get your message out to others

49
What Engaged Board and Non-Board Volunteers Do -
2
  • Leverage limited station development personnel
    resources
  • Bring experience from more traditional nonprofits
    and effective major giving models
  • Provide the model or mirror for developing long
    term donor relationships

50
What Engaged Board and Non-Board Volunteers Do -
3
  • Give more and more often than others and many
    will be or are already major donors
  • Provide peer-peer linkages in major giving and
    knowledge of the constituency
  • Objective overseers, whether they advise or
    govern, of your double bottom line financial
    health and return on (values) investment to
    donors

51
Volunteer Leadership for MGI
  • Governing or advisory board(s)
  • Development, fund raising or capital campaign
    committees
  • Partners in the development process helping
    bring potential donors into a relationship with
    your station
  • Fulfilling the role of Ambassador, Advocate
    and/or Asker

52
Finding Volunteer Leaders
  • Sometimes, the biggest challenge! Look into the
    community using these three principal
    close-at-hand resources
  • Your own member and donor lists and your own
    support groups
  • Various special interest or other affinity groups
    whose values match your stations (e.g., WNETs
    (New York) Korean Friends Group)
  • Service clubs and associations that focus on
    leadership (including leadership development
    programs offered by many Chambers of Commerce and
    Junior League)

53
Volunteer Leaders Need
  • Clear definition of role(s) and boundaries
  • Important jobs to do within the MGI and elsewhere
    that are keyed to their motivation and to the
    outcomes for the station and the community
  • Clarity around station expectations of them
    outcomes, procedures, assignments, timelines
  • Training and coaching in how to be an effective
    board member or non-board volunteer for your
    station
  • To feel valued and receive appreciation that is
    sincere and tied to important outcomes
  • To be treated with trust and respect

54
Challenges Volunteer Leaders Have Expressed About
Their Work
  • Frustration with mission drift station
    issues/politics that get in the way of their
    enthusiasm for articulating the bigger mission,
    vision and values message
  • Overlap and confusion about board and staff roles
  • Inevitable turnover in development and other
    station staff need to rebuild internal
    relationships while building external
    relationships

55
Challenges Volunteer Leaders Express About Their
Work - 2
  • Balancing station needs/demands against those of
    their jobs and families
  • Feelings of being used and then not
    appreciated too little feedback on impact of
    service
  • Lack of consistent policies regarding involvement
    and role of volunteers (varies from staff person
    to staff person)

56
Volunteer Leadership Roles
  • Getting Engaged in Major Giving

57
Volunteer Leaders Vital Asset to a Successful
MGI - 1
  • Roles volunteers are playing in MGI
  • Donor development (identification, qualification,
    development of strategy, cultivation,
    stewardship)
  • Fund development (solicitation and renewal)
  • Ambassadors in the community building
    relationships with others who share the stations
    values and vision and understand the importance
    of its mission

58
Volunteer Leaders Vital Asset to a Successful
MGI - 2
  • More roles volunteers play in MGI
  • Advocates (formal and informal) for the station,
    particularly with community organizations whose
    interests parallel the stations and with whom
    partnerships are possible
  • Askers of their peers for investments (time and
    money) in the station

59
Leadership Roles for Board and Other Volunteers
  • How Volunteer Leaders Help Create a Culture Of
    Philanthropy

60
In a Culture of Philanthropy
  • Everyone understands the meaning of philanthropy
  • Everyone understands its importance and messages
    reflect a respect for it
  • The full development team includes the entire
    organization as well as the board
  • Program staff support it constituents sense it
    everyone benefits from it
  • It is the environment that will ensure the
    success of major giving

61
Creating a Culture of Philanthropy in Your
Station Board-Staff Partnerships
  • Set high standards for the role of volunteers and
    be sure they understand the implications of those
    standards for volunteer board composition,
    commitment and roles
  • Be sure staff understands and respects the
    potential and the limitations of volunteer/board
    member time, involvement and commitment
  • Forge partnerships through trust, respect,
    understanding of mission, common vision, shared
    values

62
Tips for Success in Working with Volunteer
Leaders in Major Giving
  • There are ways to involve all board members in
    the vision for major giving even though all of
    them might not (or cannot) be directly involved
    in major gift solicitation they can still be
    involved in major donor development.
  • Get them involved in the new messaging (Building
    Block 1) and mission/vision/values clarification
  • Share with them what impact the MGI will have on
    the station
  • Give them tools (case expressions) to use in
    their roles as ambassadors and advocates

63
What Environment Motivates Volunteers to Stay
Involved?
  • A feeling of belonging
  • Belief that time is well spent
  • Volunteer experiences are not only informative
    and worthwhile, but fun
  • A sense of playing a part in the future
    advancement of the station
  • Knowledge that the station, and fellow
    volunteers, appreciate them (3 Ts, 3 Ws)
  • Knowing they are going to be supported with
    tools, training and feedback

64
Tools for Success What Volunteers Need
  • Training
  • In major gifts fund raising
  • In overall board responsibilities as they apply
    to your station
  • Materials
  • Solicitation guides and case materials
  • Elevator speech
  • Experts
  • Trainers and consultants as well as staff or
    volunteers for coaching

65
Marketing the Impact of Volunteers in Your Station
  • Internally
  • Station internal newsletter (Intranet)
  • Volunteer newsletter
  • Real bulletin boards (yes, they still exist)
  • Focus on accomplishments/impact/contributions to
    overall success of effort

66
Marketing the Impact of Volunteers in Your Station
  • Externally
  • Community newspapers
  • On-air recognition
  • Create an awareness in the community of the value
    of volunteers through on-air, media and events
    for volunteers
  • As part of collaborative work with other public
    benefit corporations (nonprofits) let them know
    how much you value your volunteers

67
Summary Points for Building Block 2
  • Volunteers have great value to MGI and other
    donor and fund development programs for a variety
    of reasons
  • Volunteers are leverage for small development
    staffs
  • Volunteers at all levels have needs that staff
    must be sure to honor
  • Volunteer/staff roles and partnerships need to be
    spelled out accurately in writing and through
    orientation

68
Summary Points for Building Block 2
  • You can create a culture of philanthropy in your
    station through structuring of effective
    board/staff partnerships
  • There are tasks that all leaders need to fulfill
  • Your MGI will be greatly advanced by effective
    recruitment, enlistment, orientation and
    deployment of volunteers

69
CPB Public TelevisionMajor Giving Initiative
  • Curriculum
  • Building Block 3 1130 a.m. to 1215 p.m.
  • How Staff Leadership Increases the Success
    Potential for MGI

70
What We Will Cover
  • The role of station leadership in MGI
  • Ways to set appropriate staffing priorities to
    support MGI without sacrificing the ability to
    conduct required membership efforts (on-air,
    direct mail, events)
  • Strategies for engaging all station personnel as
    a full development team (to create a culture of
    philanthropy)
  • Indicators of potential problem areas in
    implementing change

71
Staff Leadership
  • Partner and Platform for MGI

72
Leadership Roles for Staff
  • The success of volunteer leadership depends on
    staff leadership. For MGI to succeed, we have
    learned that staff leadership must
  • Put resources towards MGI to ensure success
  • Be willing to initiate and implement changes that
    may be required to be successful

73
Leadership Roles for Staff - 2
  • Understand and be able to communicate the
    benefits of MGI within the station and in the
    community
  • Assume the role of relationship-builders and fund
    raisers in the community if not already playing
    that role
  • Work closely with volunteer leaders in the
    development of relationships, the solicitation
    and stewardship of donor-investors and be the
    prime visionaries for the station

74
Leadership OpportunityThe Culture of
Philanthropy
  • Just as volunteers are leverage or multipliers
    for development staff, so are all station staff
  • Internal marketing of the MGI and its potential
    impact on the station has had a profound effect
    on the way all staff think about the station it
    has helped create a culture of philanthropy
  • Successful MGI implementation has included
    orientation for all staff about how they can be
    partners with staff and volunteer leadership in
    creating a larger base of resources through major
    giving
  • As with volunteers, specific guidance is required
    about what they can do within the scope of their
    job

75
How MGI Has Increased the Need to Lead and be
Accountable
  • The larger the gift, the greater the expectation
    for results (venture philanthropy model)
  • Attracting large gifts provides new options for
    community partnerships and how station management
    needs to become a leader among those community
    institutions
  • MGI has put stress on internal systems until it
    is up and running internal leadership demands
    have also increased
  • Major donors want a level of involvement that is
    new for some stations it is important to
    respond in a way that allows donors to feel
    involved while preserving the professionalism and
    integrity of your operation

76
Why the Benefits Outweigh the Stress of New
Leadership Demands
  • Donor-investors are inspired to give when they
    perceive strong staff and volunteer leadership
  • Success is energizing the influx of major gifts
    will lift the station to a new level and provide
    the resources it needs to work towards their
    vision
  • Working in new ways, with new messages, renews a
    station both internally and in the mind of the
    community

77
Membership and Development Staffing and MGI
  • Keeping the Balance

78
MGI Implementation Balancing Station Resources
  • Staffing plans for MGI should reflect MGI needs
    but also support the pipeline programs
  • Staffing plans can call on potentially greater
    involvement of volunteers (board and committee)
    in pipeline, transition and MGI programs
  • Engagement of key board and other leadership
    volunteers in MGI who are budget decision-makers
    or influencers will help stretch resources for
    MGI and other pipeline development programs
    (making the case for MGI internally)

79
MGI Implementation Balancing Station Resources
  • Key considerations in staffing for MGI
  • Resource investment in major giving will have a
    high yield that should influence resources
    assigned to MGI
  • Continued resource investment in pipeline
    programs is essential to keep members and donors
    engaged so they can be advanced to higher giving
    levels this will affect budgeting
  • A three-year staffing plan needs to be part of
    the strategic plan for major gifts development
    that each station is developing now and
    implementing in the months after the delivery of
    this curriculum

80
Seeing All Staff as the Full Development Team
  • New Resources

81
Station Staff as the Full Development Team
  • Change in staffs understanding of their impact
    (Ken Blanchard)
  • Why everyone from receptionist to technician
    is part of the full development team and how
    that contributes to creating a culture of
    philanthropy with volunteers and leadership staff
  • Internal marketing of the development process to
    staff understanding the difference between
    development (uncovering shared values) and fund
    raising (providing opportunities for donors to
    act on the shared values) and the role volunteers
    can play as partners

82
Change Management Issues
  • New leadership roles for CEO/GM, development and
    other staff
  • New engagement of station staff as full
    development team in creating a culture of
    philanthropy
  • Closer work with volunteers around a shared
    vision leading to successful major giving
  • Implementing change on a limited budget but the
    change is necessary to increase the resources

83
Summary of Leadership and Staffing Discussions
  • Engaging the full staff behind MGI as the full
    development (not fund raising) team has required
    new leadership
  • Leadership tasks apply to staff as well as
    volunteers and include change management issues
  • Implementing MGI has required a balancing act
    with resource allocation to MGI and pipeline
    programs that are essential
  • Success lies in the ability of station leaders to
    balance staff and volunteers effectively

84
Building Block 4Prospect Research and
Management100-200PM
85
Agenda
  • Prospecting
  • Prospect Management

86
What is Prospecting?
  • From

To
87
What are the Criteria that make a Major Gift
Prospect?
  • Financial
  • Capacity Ability to give
  • Potential Lifetime value
  • Propensity
  • Statistical likelihood of giving
  • Interests aligning to station mission
  • Connections to the organization

Although conventional wisdom favors previous
giving, predictable and consistent patterns for
major donors are rare.
88
Three prospecting phases
  • Filter the Lists
  • Qualify with Research
  • Qualify through Interaction

89
First, Filter the Lists.
  • Prospect Screening using external asset data
  • Data Mining using internal data to identify
    prospects
  • Surveys

90
What is Data Mining?
  • Using statistics to predict behaviors by
  • Comparing characteristics of people or things
    doing the behavior with people or things not
    doing the behavior.
  • Ranking the likelihood of doing the behavior in
    the future.

91
Data Mining
  • Often called Predictive Modeling
  • Predicting behaviors by studying patterns in data
  • Common examples
  • Credit ratings
  • Meteorology
  • Airport security

92
Next, Qualify the Names with Research.
  • Prospect research
  • Gathering information on an individual basis
  • Qualifying capacity and propensity

93
Some Free Research Resources
  • Real Estate
  • www.pulawski.com
  • www.zillow.com
  • Biographical Information
  • www.zoominfo.com
  • Financial Information
  • www.sec.gov
  • Marketwatch insider search (www.marketwatch.com/t
    ools/quotes/insiders.asp?siteidmktw)
  • Nonprofits and Foundations
  • www.guidestar.org

94
www.pulawski.com
95
www.zillow.com
96
www.zoominfo.com
97
www.sec.gov
98
Marketwatch
99
www.guidestar.org
100
Popular Paid Resources
  • LexisNexis for Development Professionals
    Expensive, but provides one-stop shopping
  • Accurint Contact information
  • Hoovers Public Company Information
  • Dun Bradstreet Private Company Information
  • Foundation Directory Online Grantmaker
    information

101
Ethical Considerations
  • Only capture information you would share with
    your prospects if asked
  • Use only publicly available databases
  • Information must be relevant to the cultivation
    process
  • For more information www.aprahome.org/advancement
    /ethics.htm

102
Then Qualify through Interaction
  • Discovery calls
  • Meeting with suspects to determine if they are
    prospects
  • Discovering the capacity and propensity through
    interaction

103
Feed the Development Cycle
104
Why is so successful?Why is
so successful?
Prospect Management
  • Systematized processes focused on the
    constituents.
  • The same is true for fundraising.

105
Why do some stations raise twice the dollars with
the same staffing?
  • Nature of the constituency.
  • Identification and prioritization of the prospect
    pool.
  • Integration into a prospect pipeline.
  • A major gift mentality.
  • A culture of solicitation-focused case stating.

106
What Cant We Control?
  • Nature of the constituency.

107
What Can We Control?
  • Identification and prioritization of the prospect
    pool.
  • Integration into a prospect pipeline.
  • A major gift mentality.
  • And a culture of solicitation-focused case
    stating.

108
A successful prospect management system
  • Facilitates relationships between your station
    and prospects.
  • Leads to solicitationAwareness, Involvement,
    Ownership.
  • Has agenda-driven moves.
  • Is guided by the case for support.
  • Contents of strategies align prospect interests
    with organizational priorities.

109
Benefits
  • Managing complex portfolios with simple processes
  • Unified and consistent communication with
    constituents
  • Prioritization of major gift prospects
  • Keeping on track with cultivation
  • Enabling research to support major gift officer
    work

110
Threats
  • Shadow systems
  • Offline brains
  • Development strategies and histories not recorded
  • Lack of participation

111
Prospect Management Process
  • Lets review the stages.

112
Anonymous Records
  • Identification
  • Market Research
  • techniques, including
  • Wealth Screening
  • Surveys
  • Data Mining
  • Peer Screening

113
Leads Suspects with unverified capacity,
propensity, attachment, interests, etc. (coding
begins, often into pools by funding priorities)
Qualification Prospect Researchtechniques to
verify capacity, propensity, attachment,
and interests through individual-level research
114
Qualified Leads Suspects with verified capacity,
propensity, attachment, interests, etc.
Discovery Field research conducted by gift
officer to verify capacity, propensity,
attachment, and interests through interaction
115
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Stages
Classifications
Anonymous
Identification
Lead
Qualification
Qualified Lead
Discovery
Is this a Prospect?
Not a Prospect
Not Now
Prospect
StrategyDevelopment
Stewardship
Solicitation
Cultivation
118
Where do we start?
  • Map out the big picture of prospect management
    for your station
  • Determine the code values
  • Define the roles
  • Document the procedures
  • Train
  • Build the reports
  • Solidify assignment strategy
  • Develop prospect management meeting strategies
  • Clean-up existing portfolios
  • Ramp-up period
  • Develop and implement performance metrics policies

119
Questions?
120
Thank you!
  • If you have any additional questions, please
    contact

Josh BirkholzDirector of DonorCastBentz Whaley
Flessner7251 Ohms LaneMinneapolis, MN
55439(952) 921-0111jbirkholz_at_bwf.comwww.bwf.com
www.donorcast.com
62234/JMB/092606
121
CPB MGI CurriculumPBS DevConBuilding Block 52
3 p.m.
  • Cultivation
  • Solicitation
  • Stewardship

122
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123
What Were Going to Cover
  • How to use existing station resources and
    community partnerships to cultivate major donors
    for your station
  • The kinds of solicitations that work (approach
    and methodology)
  • The importance of stewardship in keeping your
    major giving program (and all giving programs)
    strong by building true donor-investor
    partnerships

124
Cultivation
  • The Beginning of the Investor Relationship
  • More Than Random Acts of Kindness

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Key Cultivation Principles
  • The purpose of cultivation is to build or
    strengthen relationships with prospects and
    donors
  • Cultivation is strategic, not random
  • Horizontal set calendar of events
  • Vertical special activities for special
    prospects
  • Cultivation is part of what some of you know as
    moves management a way of tracking the
    interaction a prospect has and moving them to the
    next activity in a good timeframe

127
Key Cultivation Principles
  • You have enviable resources for cultivation right
    in your station your imagination is the only
    limitation
  • Cultivation is about the donors needs and
    interests more than it is about yours
  • This is where you need to have engage the full
    development team and be sure there is a culture
    of philanthropy at your station
  • Getting information into the data base from
    cultivation interaction with potential and
    current donors is critical

128
Key Cultivation Principles
  • Cultivation activities offer personal
    interaction, opportunities for feedback and
    conversation, and allow you to see the persons
    reaction or enthusiasm to an idea or proposal
  • There are other ways we cultivate as well
    website, newsletters, email updates/alerts,
    occasional letters with interesting information
    about programming, white papers from public
    affairs or other programming personnel, others
  • It is prudent, effective and cuts costs to
    combine cultivation and stewardship activities

129
Strategic Cultivation Management
  • The hardest part of cultivation is knowing when
    to move forward to the ask
  • Foundations and corporations make it easy for us
    to know when they provide the deadline for us.
    Individuals dont. Follow these clues
  • Increased interest in your station or a
    particular aspect or program of your station
  • Increased involvement as a volunteer
  • Receptiveness to the conversations you and others
    have with the prospect or donor about the vision
    and plans of the station

130
Strategic Cultivation Management
  • Role of intuition
  • Let your intuition guide you often you will
    sense when a person is ready
  • Role of volunteers
  • They are our key people for cultivation
    offering their homes, time, testimonials and
    enthusiasm
  • Role of station personnel
  • Your full development team they need to know
    the tour is coming, how long it will last, what
    you would like them to say (or not say), and to
    know when something good happens as a result of a
    visit

131
Solicitation
  • Getting to Yes
  • Preliminary Steps

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Transactional Bell Curve The Way We Acquire
Donors
High Impact Philanthropy Kay Sprinkel Grace, Alan
Wendroff
134
Transformational Infinity Loop Keeping and
Growing Donors
High Impact Philanthropy Kay Sprinkel Grace, Alan
Wendroff
135
What You Need to Have Ready
  • Qualified prospects
  • Case for support, tailored to the donors needs
    and interests
  • An executive summary of your stations strategic
    plan
  • Trained volunteers willing to participate in the
    ask
  • Prospects can be invited to invest (and donors to
    reinvest) when you have these tools

136
Obstacles You May Confront in Implementing MGI
  • Thinking big enough
  • Moving beyond presenting station needs as the
    reason for investment
  • Making a dual ask if you are in a campaign but
    want to keep your annual high-end members in that
    program
  • Hurdling the old goal of high-end membership and
    thinking about the larger (10,000) unrestricted
    gift or a gift designated for a local program, a
    programming fund or a community partnership
    project

137
Getting Ready to Ask
  • Steps in the Planning Process

138
Staff Leadership Role in Planning the Solicitation
  • Development/major giving staff is expected to do
    the following
  • Determine the size of the request
  • Determine the way in which the gift can be made
    (pledge made over time, estate gift, etc.)
  • Develop talking points to rehearse solicitors

139
Staff Leadership Role in Planning the Solicitation
  • Identify station personnel who need to be
    involved in the ask
  • Develop new or identify existing materials for
    the donor to review or prepare a proposal for
    those who wish to have one presented
  • Set or reconfirm the appointment for the
    solicitation call if the volunteer cannot or will
    not
  • Coach staff and volunteer team that will be doing
    the asking

140
Getting Volunteers Involved in Solicitations
  • Asking is not a job for everyone, but everyone
    should know how to do it all board members
    should have training so they understand the
    process
  • Volunteer involvement in the solicitation is
    critical the peer-peer aspect remains strong in
    spite of our growing professionalism
  • Matching volunteers to the right prospects is
    also important cultivation tests this out

141
Getting Volunteers Involved in Solicitations - 2
  • Time the coaching or training very close to the
    time of the call(s) otherwise, the information
    will be lost
  • In the training, use role play (with two askers
    and one askee) or freeze frame demonstration
  • Rely on your data and research to build the
    specifics of the ask and help your volunteers
    feel more comfortable but emphasize
    confidentiality and how to handle information

142
Volunteer Tool Kits
  • Volunteers should receive, at their training,
    copies of their prospect information profiles,
    timeline for their calls, who they will team
    with, etc. They also need
  • Elevator Speech or talking points
  • Financial information
  • Proposal if the donor requested one
  • Commonly heard objections and the appropriate
    response
  • Folder of information to share with the prospect

143
The Solicitation
  • Why it is not about you or your station but about
    the donor

144
Asking for Money
  • Effectiveness ladder (asking techniques)
  • Team of two
  • One on one
  • Personal letter followed by personal phone call
  • Personal phone call followed by personal letter

145
Why We Ask
  • To give people opportunities to act on the values
    they share with us
  • To help them realize their dreams while helping
    us achieve ours
  • To engage them further in the life of the station
  • To provide them with an experience based on
    shared vision

146
How We Ask
  • Opening
  • Chit chat, but keep to the purpose of the visit
    and keep it brief
  • Involvement
  • Open ended questions, two ears and one mouth
    rule, allow them to talk about themselves and
    their love of public broadcasting

147
How We Ask
  • Presentation
  • FBQ (features, benefits, questions) about your
    station, its impact and the importance of this
    investment
  • Close
  • Ask for a specific amount, focus on the ROI, be
    silent after the close, confirm how the gift will
    be made or what follow up is needed if the person
    needs to think about their gift

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Our Goal To Create Loyal Donor-Investors
  • An investor, or a donor-investor, is an
    individual or organization whose financial
    commitment to a nonprofit is guided by a belief
    in their shared values and in the ability of the
    investor and the organization to mutually benefit
    each other and the community.

150
Stewardship
  • Once you have the gift, the real work begins

151
Follow Up and Acknowledgement
  • The speed, accuracy, thought and personalization
    of the follow up (for information, to talk to
    someone else) and the acknowledgement (letter,
    phone, card, email) are the beginnings of
    stewardship.
  • If these steps are not done well, you can negate
    the impact of the asking process and derail
    stewardship before it takes hold
  • You cannot build relationships without
    understanding how much people want to be
    acknowledged and appreciated

152
Donor Stewardship
  • Based on what the donor wants for recognition and
    involvement
  • All donors need to be recognized and communicated
    with
  • Stewardship is an educational process
  • Give Backs dilute philanthropy
  • Stewardship is part of the transformation

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Stewardship Steps
  • Similar to cultivation and draws on same
    activities and resources
  • Tours
  • Meetings involving station personnel and others
  • Special treatment at events
  • Special information, emails or mailings
  • Communication of information that relates to the
    impact of the gift

155
Transformational Infinity Loop Stewardship
2. You Tailor Your Case
1.You Make Your Case
3. Donor-Investors Champion Your Case
High Impact Philanthropy Kay Sprinkel Grace, Alan
Wendroff Adapted for use by Papilia, 2002
156
Transformational Stewardship
  • Shift has been from emphasis on donor recognition
    (name on the wall in the foyer, plaque on the
    door transaction) with little or no on-going
    feedback about impact to on-going information to
    the donor about the impact of the investment on
    the station and ways in which that impact
    advances the donor-investors interests, issues
    and values (transformation)

157
Summarizing the Principles
  • Cultivation is the critical initiation of the
    moves management you will use to bring an
    interested prospect into a relationship as a
    committed donor-investor
  • Solicitation is best when volunteers participate
  • Stewardship is the key to whole giving process
  • Each of these functions requires planning,
    strategy, leadership, follow up and board
    commitment to be involved and to allocate staff
    and funding

158
Break
159
Building Block 6
  • Major Gift Planning
  • Planned Giving
  • Integrating All Development Programs
  • 315 to 5 p.m.

160
What We Will Cover
  • What major gift planning includes and requires
  • How to set up and implement a more successful
    major/planned giving program
  • Why marketing your planned giving program is the
    most critical aspect of your plans
  • MGI and the integrated development plan why
    that commitment from all stations is critical

161
Major Gift Planning
  • Why we have shifted to this description for major
    and planned giving
  • What it entails relative to
  • Prospect review
  • Volunteer involvement and training
  • Development staff communication
  • Donor-centered approach
  • Marketing and messages

162
1. Prospect Review
  • Provides a much broader spectrum for considering
    potential larger donors
  • By looking at both major and planned giving
    potential, the asset/income balance revealed by
    research can be taken fully into consideration
  • Much more strategic

163
2. Volunteer Involvement and Training
  • Volunteers, with few exceptions, are not planned
    giving specialists, but there are cues they
    should be alerted to when making a major giving
    call that could lead to a planned gift (instead
    or both)
  • Volunteers may be more uncomfortable about
    planned giving discussions than they are about
    major gift asks you will need to address that

164
3. Development Staff Communication
  • Ever on the alert for an emerging major/planned
    giving profile
  • Membership staff is crucial most planned gifts
    come from regular members whose gifts may not be
    large
  • Long-time auction and pledge volunteers are
    likely candidates
  • Both kinds of giving require much more attentive
    analysis of data base
  • Stewardship of current donors aids the eventual
    success

165
4. Donor-Centered Approach
  • Their needs, not ours (its not about you)
  • A gift that is good for them, and good for the
    station
  • Two ears/one mouth ratio is critical
  • Finding the appropriate investment vehicle for
    the donor is a win/win
  • Gifts beget gifts protecting the long term
    investment

166
5. Marketing and Messages
  • All the message lessons come into play when you
    are talking about a major immediate investment or
    an investment in the future
  • The case has to stand strong, as does confidence
    that your station will be around when the donor
    is not
  • On-air marketing of planned and major giving is
    increasing testimonials have strong impact

167
Approaching Major Giving
  • Wherever you are in development, or in another
    job in your station, you are part of major giving
    because
  • It is about the relationships you build
  • It is about the messages you send
  • It is about the stewardship you provide
  • It is about the way you ask for investment

168
Key Success Principles
  • Tried, true and effective

169
The Paradox of Urgency
  • The constant challenge in framing the message
    urgency of the need being met (the dream or the
    vision) vs- the urgency of needing funds for the
    dream
  • Creating partnerships with board members
  • Translating dreams into opportunities for action
  • Meeting the demands of donor-investors and the
    community
  • Spinning the story of transformation community,
    organization, donor-investor

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Keeping Our Eyes on the PrizeTransformation
  • The prize is to see our vision fulfilled in the
    community that alone transforms organizations,
    communities and donors
  • That vision inspires us, and it inspires our
    communities
  • We manifest that prize when we articulate our
    mission, vision and values both within our
    organizations and in the community
  • We must remember always that people give to us
    because we meet needs, not because we have needs,
    and that a gift to us is really a gift through us
    into the community.

172
Major Gift Planning
  • The prospect pool is very similar the exception
    is that many estate gifts come from modest but
    regular donors
  • However, the approaches to both major giving and
    planned giving prospects are the same determine
    the values, create a relationship, guide the
    relationship to further satisfaction/involvement,
    invite an investment that will fulfill THEIR
    dreams

173
Marketing Major and Planned Giving
  • On air spots are working well (examples follow)
  • Promotion of received major and planned gifts in
    the program guide
  • Creation of giving recognition groups, including
    those for planned giving
  • Continually keeping in mind that these people are
    INVESTORS, not just DONORS

174
Resources to Serve and Inspire
  • Planned Giving and Major Giving

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What It Takes to Make This Work
  • Seamless collaboration among all parts of the
    development office
  • Acknowledgement of each persons contribution to
    major gift and planned gift development
  • Destruction of silos no one owns a donor or
    membership list the goal is the maximize the
    donors relationship with the station it is
    about the donor, not about you

182
Major Giving is a Full Station Job
  • We have found that this cannot be done by
    development alone
  • Your integrated development plan should be a tool
    used daily in your station is yours up and
    running?
  • Here are strategies we have found work in helping
    all development and other staff understand that
    major giving is a full station job

183
Strategies to Help Make Major Giving a Full
Station Priority
  • Be part of the stations strategic plan, not just
    the inte
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